Standard Project Report 2016 management and conducting the PRRO baseline and inter-agency surveys.
WFP ' s NGO roster was updated for 2016 and micro-assessments were conducted for more than 100 NGOs by an external audit firm. Through these micro-assessments, the risk ratings for different NGOs were determined and those with low and medium risks were placed on the roster for WFP ' s future reference. Health checks were carried out for the existing partner NGOs, which were followed by an improvement plan and a follow-up heath check to review the implementation of actions agreed in the plan.
The acquisition of a ' no objection certificate '( NOC) from government authorities to operate in the targeted regions was a significant challenge in 2015, and remained a challenge in 2016, particularly in FATA and Balochistan. The relief food assistance intervention was interrupted in September as a result of delays in the NOC process for the selected partner, and interim NOCs were obtained from the district authorities to resume food distribution.
The qualitative impact of WFP assistance was enhanced by the provision of complementary inputs from a range of counterparts and the engagement of qualified NGO cooperating partners. In particular, the joint WFP-Swiss Agency for Development and Cooperation( SDC) project in FATA greatly improved the quality of structural activities implemented under this activity. Non-food items required for the completion of work schemes planned under this intervention were financed by SDC. In addition, the partner supported the engagement of technical engineers in the work schemes, which added significant value to the quality and sustainability of the structural activities.
WFP worked in close collaboration with other United Nations( UN) agencies operating in Pakistan in order to develop synergies and maximise complementarity between programmes. Livelihoods rehabilitation activities were implemented in partnership with the United Nations Development Programme( UNDP), United Nations Children ' s Fund( UNICEF), the Food and Agriculture Organization( FAO) and the International Organization for Migration( IOM), while for the CMAM programme collaboration continued between WFP, UNICEF and the World Health Organization( WHO).
As co-lead of the provincial food security cluster and national food security working group, WFP continued to coordinate with government authorities, other UN agencies and development actors through regular meetings in order to minimise programmatic overlaps and ensure coordination between all actors working in this sector. WFP also co-leads the cash working group, together with ACTED and FAO. This provided a good platform for information-sharing, capacity development and the coordination of cash-based transfer( CBT) approaches among practitioners. In addition WFP was a co-convener in Pakistan of Strategic Priority Area( SPA) 6 and SPA 3, which focused on food security and disaster risk reduction, respectively.
Performance Monitoring
WFP Pakistan’ s monitoring activities served the dual purpose of identifying lessons from programme implementation as well as accounting for results achieved compared to planned objectives and targets. While process, output and outcome monitoring data were obtained through onsite activity implementation monitoring, distribution monitoring and from household level post-distribution monitoring( PDM), the focus of WFP Pakistan’ s monitoring system was the conversion of data into valid and reliable information used for learning and accountability purposes. Real-time information management systems constituted the backbone of the monitoring system, and ensured timely corrective actions by providing a comprehensive platform to collect and process field-based information and by tracking issues raised during implementation, against which corrective measures were taken.
All monitoring checklists were streamlined and converted into a modular structure allowing for data to be collected using mobile data collection tools. A monthly monitoring plan was shared with provincial offices, including randomly selected primary sampling locations based on which the provincial monitoring and evaluation( M & E) teams interviewed households for the PDM. As part of the food security outcome monitoring system, outcome data was sampled to be representative at the activity level and continuous data collection allowed for the analysis of trends over time.
The PRRO baseline data collected in early 2016 covered assisted and non-assisted households. As of the fourth quarter 2016, outcome data for non-assisted households had been collected through PDM which will allow for future comparisons of trends between assisted and non-assisted households. Throughout 2016, a total of 11,092 monitoring visits were conducted while an additional 6,375 households were interviewed during the PRRO baseline data collection.
WFP’ s monitoring interventions included on-the-spot verification of food distributions, beneficiary interviews, community discussions, stakeholder consultations and coordination meetings on implementation issues. All monitoring activities were carried out by WFP M & E staff( 37 staff members at the end of 2016) who were present in all provincial and field offices. For the monitoring of nutrition interventions, female monitoring assistants were hired
Pakistan, Islamic Republic of( PK) 18 Single Country PRRO- 200867